TAP Resource Development Group conducted a study of 36 water and wastewater utility
managers who participated in a 360 degree leadership assessment process. The study looked at
data from the leaders' self-assessment and the assessments of their direct reports. The results of
this study present a number of significant conclusions. There are two patterns in the data that
should be addressed quickly. The first pattern that may be creating a significant barrier to the development of
effective leadership in the water and wastewater industry is that
utility leaders are not taking a proactive role in the operation of their utilities.
They apparently cannot or believe they cannot significantly influence the
direction or results of their organizations. The second pattern identified was that
only 10 of the study group leaders' 22 leadership factors match the preferred
leadership "map" for an organization with an Operational Excellence strategy,
only a 45% fit.
Leadership development using the Organizational Performance Management System (OPMS) enables the utility to align its management processes
and focus the entire organization on implementing a clearly identified strategy and mission. It
links various components of the organization's management system in a way that each time a
change is made, it adds to the organization's momentum in moving toward the accomplishment
of its strategic purpose. For an Operational Excellence type of organization such as most water
and wastewater utilities, an OPMS provides the centerpiece, the central management system, for
how it operates on a day-to-day basis. It aligns supervision and leadership with action and
results. Includes 3 references, figures.
| Edition : | Vol. - No. |
| File Size : | 1
file
, 300 KB |
| Note : | This product is unavailable in Ukraine, Russia, Belarus |
| Number of Pages : | 7 |
| Published : | 06/16/2002 |
